PHARMACEUTICAL PORTFOLIO MANAGEMENT OPTIMIZATION CONFERENCE

JULY 23-24, 2018 | PHILADELPHIA, PA
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DAY ONE | MONDAY, JULY 23

8:00 REGISTRATION & MORNING COFFEE

8:50 CHAIRPERSON’S OPENING REMARKS

9:00 REMAINING COMPETITIVE THROUGH CONSISTENT ASSESSMENT OF SCIENTIFIC ADVANCEMENTS
Research and development of a new therapy requires significant financial investment, and as scientific capabilities are continually advancing there is an inherent risk in the development of innovative products that new science will outpace R&D timelines. Through constant engagement with disease state experts, monitoring of drug development advancements, and oversight of market research portfolio management executives are better equipped to ensure new therapies remain on the forefront of innovation. As many manufacturers continue to explore drug development in niche and rare disease markets, it is critical for portfolio executives to remain current regarding all pharmaceutical and biotechnology scientific capabilities and forthcoming advancements to ensure eventual product ROI.

Maria Wiekowski, Head of Project Management, SANOFI

 

9:45 OPPORTUNITIES AND PROCEDURES FOR COMPREHENSIVE PORTFOLIO RISK MANAGEMENT
Adequate risk management is a top tier concern for portfolio teams, and pharmaceutical risk can manifest in a variety of ways from increased costs associated with product development, changes in regulatory requirements, and unexpected resource allocation needs. As manufacturers invest a large portion of capital in emerging therapies to ensure streamlined and efficient clinical development, it is critical for portfolio management teams to continually monitor risk level in order to ensure new therapies will garner strong ROI post-launch. Creating and leveraging strategic alliances, utilizing technology to predict risk and portfolio diversification are all potential tactics for an organization to minimize risk and foster portfolio success.

  • Tools to determine resource allocation for potential risk
  • Analyzing amount and quality of risk in current portfolio
  • Impact of big data and predictive analytics on risk management

Melanie Yevilov, Risk and Project Portfolio Management, GENENTECH

 

10:30 COFFEE & NETWORKING BREAK

 

11:00 ACHIEVING A STEP JUMP IN PORTFOLIO DELIVERY WITH REAL-TIME SCHEDULES
Good portfolios are just dreams unless they are delivered. Portfolio execution is key area where pharmaceutical companies can improve their time to market and increase the number of projects completed each year. This session by Tocio lifetime achievement award honoree, Sanjeev Gupta will reveal R&D case studies from pharma/biotech on how to accelerate project execution by 20% to 50% – while increasing the number of projects completed by 10% to 30%.

  • Why project and resource scheduling is as an important lever as portfolio selection
  • Why you need to replace static plans with real-time schedules
  • Planning and execution best practices required to leverage real-time schedules

Sanjeev Gupta, CEO, REALIZATION TECHNOLOGIES

 

11:45 OPTIMAL PROJECT MANAGEMENT STRATEGIES TO STREAMLINE PORTFOLIO PLANNING OPERATIONS

  • Outline deliverable timelines to ensure operational deadlines
  • Manpower allocation considerations for current portfolio projects
  •  Optimized subject matter expert recruitment strategies
    • Impact of SME’s on timelines
    • Developing the right balance of SMEs
  • Establishing quality oriented organizational culture

Tracey Rapp, VP Program and Portfolio Management, VTV THERAPEUTICS

 

12:30 LUNCHEON FOR ALL CONFERENCE PARTICIPANTS

 

1:30 PORTFOLIO DECISION-MAKING – HIGH RISK VERSUS LOW RISK STRATEGIES
This presentation will examine a case study of a small portfolio of R&D assets in which decision-makers are faced with recommending one or other portfolio that best meets the temporal goals of the organization. Not surprisingly, based on the risk tolerance and preference of decision-makers as well as an explicit definition of what constitutes a ‘successful portfolio’, a truly dominant portfolio may not exist making it difficult, but certainly not impossible, for a portfolio decision to be rendered.

  • Strategic intent.
  • Risk tolerance and risk preference.
  • Temporal goals.
  • Resource allocation by TA/BU/sector.
  • Discretionary and non-discretionary investments.
  • Actionability.

Richard Baynay, Adjunct Faculty, UNIVERSITY OF PENNSYLVANIA

BOARDROOM DISCUSSIONS
As an alternative to PowerPoint format, facilitators are asked to lead a small-group discussion with up to 20 like-minded individuals on topics of immediate importance to pharmaceutical portfolio management throughout the industry. Delving into the challenges and opportunities that exist, and hearing from all group members on the challenges faced and potential solutions implemented creates an unrivaled opportunity for education and engagement at a peer level.

2:15 THE HUMAN SIDE OF DECISION MAKING: ENSURING PORTFOLIO ASSESSMENTS ARE DATA DRIVEN

Brian Lewis, Senior Director Global Portfolio Management, SHIONOGI, INC

2:15 UPCOMING REGULATORY CHANGES AND IMPACT ON PORTFOLIO STRATEGY

Alan Klein, Partner, DUANE MORRIS

3:00 COFFEE & NETWORKING BREAK

3:30 ANALYZING AND IMPLEMENTING ORGANIZATION SPECIFIC PORTFOLIO DIVERSIFICATION

Todd Johnson, Director, Head of Portfolio Planning, GENENTECH

 

4:15 SHIFTING FROM PROJECT MANAGEMENT TO STRATEGIC LEADERSHIP

Bruce Goldberg, Vice President, Portfolio Strategy, JUNO THERAPEUTICS

3:30 ENHANCING CROSS FUNCTIONAL RELATIONSHIPS AND COMMUNICATION FOR PORTFOLIO OPTIMIZATION

Aimee Rodrigues, Head of R&D Resource Capabilities, BOEHRINGER INGELHEIM

 

4:15 PRICE EROSION IN THE MARKETPLACE AND STRATEGIES TO REMAIN COMPETITIVE

Anu Raina, Associate Director PMO & Portfolio Management, PURDUE PHARMA

5:00 END OF DAY ONE CONFERENCE

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